Organization & Leadership

"Business transformation is about making fundamental changes in how business is conducted in order to help cope with a shift in market environment."

                                                                                                                                     Harvard Business Review January 2007 Kotter

LANDMARK helps in executing strategic organization transformation focused on achieving improved results. Our approach addresses the four dimensions of change (i.e., People, Process, Technology, and Physical Infrastructure) that enable capabilities. It describes the activities, methodologies, and techniques needed for transforming the organization through the entire life cycle, from vision and definition through rollout and deployment .

Whether you are talking about large-scale, complex change or smaller ones, LANDMARK has the potential to help you through the whole transformation process .We can help you assess your organization’s readiness for change and work with you to ensure that the change takes hold .

We understand that managing people is the most critical part of managing change. To implement true and lasting change, we focus on the cultural issues that support the way people work. Sustainable improvements are possible only when you embrace the human face of change . 


TRANSFORM Model is considered the first International-Middle Eastern (Change Leadership Model) .TRANSFORM Model is internationally certified from the SMC

University (Switzerland) & it encompasses many management sciences .

It is considered one of the most comprehensive Change Leadership Model worldwide; working in the field of organizational cultural change; as it encompasses all the benefits from the past Models and completed the gaps in them .

TRANSFORM Model can used for organizations that need both Change Leadership & Change management ;as :

1-Governmental Organizations


3-International associations




Leadership Development

Leadership is the most critical factor in determining an organization's success. Companies that survive and prosper do so because of strong leaders. But leadership effectiveness develops over time; it's a continuous process of learning, development, and feedback. Implementing leadership development programs designed for specific levels of talent can build the capacity of your leadership pipeline and address your leadership gaps.

Successful companies have something important in common: they know that better leaders create better results. Companies with effective leadership outperform competitors and generate higher employee engagement, sales, profits, customer loyalty, and market value. These companies lead in ways that increase employee productivity and morale.

Yet, the majority of today's corporate leaders report they are not confident their companies have sufficient leadership talent in their pipeline, and the challenge is getting tougher.  

LANDMARK Customized approach

LANDMARK's customized Leadership services allow organizations to develop the leadership competencies and culture needed to meet specific challenges and business realities.

For each client, our approach is consistent but the outcome is one of a kind. Whether developing talent, culture or the leadership strategy that delivers on your business strategy, LANDMARK can meet you where you are and help take you where you want to go.

Organizational Leadership Services

LANDMARK helps your company in accelerating bold strategies ,making big improvements in performance & achieving sustainable results. Working in coordination with LANDMARK ;your organization can do better, but you won’t get there quickly without formulating a leadership strategy, creating a culture that supports your goals and developing the talent you need to get the job done.

- Strategy

- Culture

- Talent

These are the three pillars of competitive advantage, and the areas in which LANDMARK specializes. The efforts required to do these things are not insignificant. But neither are the payoffs ; real transformations in organizational capabilities that allow sustained high performance even in the face of new challenges. 

After working with LANDMARK , senior leaders will recognize how their leadership strategy supports their business strategy to confidently invest in the right development. Your teams will work more collaboratively with a collective sense of purpose and a clear focus on business performance. Your organization will develop a culture that is more connected and interdependent, committed to what can be achieved when leaders work together rather than in competition with one another. The result? Lasting, sustainable organizational change.

LANDMARK Areas of Development:

1- Leading Change

2- Building an Effective Team

3- Creating an Engaged Workforce

4- Personal Accountability

5- Managing Conflict

6- Creating a High-Reliability Organization

7- Implementing a Culture of Service

8- Problem-Solving and Decision-Making

9- Coaching for Performance

10- Personal and Organizational Communication Basics

11- Creating an Effective Talent Management Strategy

12- Coaching for Success: Helping Others Achieve Their Goals, and YOURS

13- Breakthrough Leadership

The Results of Working with LANDMARK

Knowledge of how and the extent that leadership capacity is influencing the success of your organization Leaders with the skills and thinking to meet current and future challenges Leaders able to make difficult decisions in complex environments Leaders motivated and committed to their success and the success of their organization.

"The ability to make good decisions regarding people represents one of the last reliable sources of competitive advantage, since very few organizations are very good at it."

The future success of any company depends on how effectively the organization adjusts to challenges, such as decreases in performance, aftermath of mergers and acquisitions, strategic shifts, competitive pressure, and customer demand changes.

 A company's ability to adjust to new challenges is defined by the flexibility of its organizational capabilities, the actual organizational structures, the processes, the quality and motivation of its people and the openness of its culture.

Our approach to organization model and design begins with a full assessment to determine the strengths and weaknesses of the current organization model and progresses to designing the organization to fit the mission. . 

LANDMARK's overall aim is to help your company to gain competitive advantage by designing and implementing the organization that fits best your purpose. We help create organizations whose people and processes are appropriately aligned with the organizational purpose and environment.

We bring the technical skills involved in re-structuring organizational systems and in re-designing an organization’s culture and strengthening its leadership practices .

Performance management is the systematic process by which an organization involves its employees and all stakeholders in the development and implementation of a plan to improve organizational effectiveness and reach organizational objectives. In 1883 Lord Kelvin, a leading physicist of the early 19th century wrote:

"I often say that when you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it innumbers, your knowledge is of a meager and unsatisfactory kind; it may be the beginning of knowledge, but you have scarcely in your thoughts advanced to the state of Science, whatever thematter may be".

Advantages of working with LANDMARK :

- Analysis of process strengths and weaknesses

- Metrics provide inputs for future estimations and planning

- Metrics identify the areas for improvements

- Metrics can be used to eliminate problem areas and root causes

- Establishes a continuous improvement culture across the company

- Helps management and employees make well-informed and decisions

- Measures at the enterprise, divisional, systems, program, project and employee levels

Balanced Scorecard 

Design of a Balanced Scorecard ultimately is about the identification of a small number of financial and non-financial measures and attaching targets to them, so that when they are reviewed it is possible to determine whether current performance 'meets expectations'. 

The idea behind this is that by alerting managers to areas where performance deviates from expectations, they can be encouraged to focus their attention on these areas, and hopefully as a result trigger improved performance within the part of the organization they lead.

The original thinking behind Balanced Scorecard was for it to be focused on information relating to the implementation of a strategy, and perhaps unsurprisingly over time there has been a blurring of the boundaries between conventional strategic planning and control activities and those required to design a Balanced Scorecard. 

LANDMARK's design Process:

- Translating the vision into operational goals;

- Communicating the vision and link it to individual performance;

- Business planning; index setting

- Feedback and learning, and adjusting the strategy accordingly.


Competency Management is the process of defining individual level competencies linked to specific jobs, and aligning the competencies of the workforce with these requirements. Competency-based personnel management systems are focused on identifying the competencies needed for effective performance and on developing those competencies in the workforce.

Mission & framework:


• Help companies ‘raise the bar’ of performance expectations.

• Help teams and individuals align their behaviors with key organizational strategy.

• To empower employees in career decision making and planning.

• To clarify career portfolio options & positioning each employee in his best job

• Develops a more competent and flexible workforce that can adapt more readily to changing market conditions. 

• Builds long term organizational strength

• Helps to translate business strategy into behavioral requirements for team and individual performance


1. Background Information about the Organization:


            • Know the organization structure

            • Study HR policies

            • Overview on the Organization profile


            • General meeting with heads of the organization

2. Building Competency Model Skeleton:


            • Discuss on the competency management applications

            • Basic data collection on each job responsibilities

            • Understand performance criteria

            • List incidents that lead to effective or ineffective performance


            • Resource / Expert Panels 

            • Structured process to get the participants (Job holders, managers HR / training staff) to think systematically about the job,

            skills and personal characteristics needed for success.

            • Critical Event Interviews

            • Structured interviews with superior performers which involve in-depth probing of a large number of events and experiences.

            • Focus group

            • Review job description

            • understand performance criteria

            • Discuss specific behaviors 

            • List top ten competencies

3. Data Analysis:


            • Extract group behavior

            • Match behaviors to “Landmark & Co. Competencies Dictionary”.

            • Evolve new set of competencies

            • Gaps and opportunities analysis

4. Competency Mapping Model:


            • The companies and institutions experience a gap ("the competence gap") between the existing knowledge in the organization

               and the needed knowledge. 

            • That means workers have to learn new skills, both regarding to the product or the service produced and to the marketing and

               transport of the product. We have to sure that each worker and the company as a whole has the correct knowledge to fulfill

                these tasks. 

            • Therefore we have to map the competence and compare this existing competence with the wanted competence, the

               competence that is needed to make a better product and thereby to survive in a competitive market. 

            • One more important aspect of "competence mapping" is that the mapping process initiates other processes in the

               company/institution that is very important. Since the mapping process can be quite extensive each worker will be more active

               in relation to the company's goal and strategic plans of the company




            • Organizational Competency matrix.

            • Detailed competency indicators per each competency.

            • Career path development model.

            • CMS software license (Appendix)